What is the purpose of lean production management?

What is the purpose of lean production management? The purpose of lean production management is to eliminate all waste, reduce costs, March towards zero defects and zero inventory, achieve maximum output with the least input and maximize profits.

Waste principle of lean production management;

Not all work is valuable, and any equipment, materials, venues and labor necessary for production beyond the requirements of customers are wasted. These wastes are different, and the relationship between wastes is also complicated. One waste often leads to many wastes. Among all wastes, logistics is the key, and it is a typical practice of lean production to start with reducing inventory. The waste principle of lean production is based on Toyota's basic concept of "eliminating waste". The waste mentioned here refers to:

1, excessive waste of production;

2. Waste caused by delayed work;

3. Waste in process;

4. Waste of processing itself;

5. Inventory waste;

6. Waste in operation;

7. Waste of manufacturing defective products;

8. Waste management.

Content abstract: Tianxingjian Consulting Company

Who knows the concept of lean production management? Lean production management is driven by customer demand, with eliminating waste and continuous improvement as the core, which simplifies all useless and redundant things in the production process, enables enterprises to obtain higher costs and operational benefits with the least investment, and finally achieves the best results in all aspects of production, including market supply and marketing, and realizes a brand-new production management model. It is impossible to realize lean production with traditional management methods. Most domestic enterprises have adopted Zhibang international lean production management system as an aid to realize integrated management of production, warehousing and procurement, reduce enterprise waste and realize lean production.

Preparation for enterprises to implement lean production management? Lean production reform has risen in all walks of life. At the same time, there are various problems, such as low level of technicians, unstable customer orders, poor efficiency of production equipment and so on. These problems are all to be solved, and one problem will lead to a series of problems. Will these problems hinder the implementation of lean production? What preparations should be made to implement lean production? Hua Tianmou, a consultant, will show you the preliminary preparation for implementing lean production.

First, the way of thinking should be changed. We should actively cultivate the vision of finding problems and the ability to turn problems into topics. What is the problem? The problem is the gap between the existence of objective facts and people's subjective expectations. So the problem actually does not exist objectively, but is the product of people's subjective consciousness. Not afraid of problems, I am afraid I don't know what problems are. If you think something is a problem, it will become a problem. If you don't think this is a problem, then it is not a problem. What did not become a problem in the past business environment may become a problem in the face of the new changing environment. For example, in the seller's market, operators pursue economies of scale in large-scale production, but in the face of the diversity of customer needs, the large-scale operation of a single variety and the customer needs of multiple varieties and small batches become problems. Our usual idea is: because ... therefore ... because it takes a long time to change molds, batch operation is the most economical; Due to frequent equipment failures, it is necessary to maintain a reasonable safety stock (in fact, safety stock). Over time, we will feel that this is normal, and it has always been like this. This so-called existence is a reasonable thought. A little more progressive than "because of this" is "if so" If the stamping die changing time can be shortened, the operation batch can be reduced; If the breakdown of equipment is reduced, the safety stock can be reduced, which is a passive improvement idea. The further lean thinking is "for necessity". In order to reduce the operation batch, it is necessary to shorten the stamping die changing time; In order to reduce the safety stock, it is necessary to improve the reliability of equipment. From "immobility" to "passivity" and then to "initiative", these are three stages of employee mentality changes that every enterprise that carries out innovation and improvement will encounter. Shortening this process and avoiding premature death have become the most important responsibilities of innovation promoters.

Second, the way of action should be changed. It is necessary to apply the "pull" improvement idea to implement process improvement. In Toyota's production mode, the pull production mode is adopted, that is, the production of the previous process is started according to the customer's demand (or post-process). Applying this idea to process improvement is to declare the improvement goal to be achieved first, and then "pull out" the measures to be taken to achieve this customized goal. For example, in order to reduce the number of job batches, the stamping initialization time must be shortened. In the case of "push", set up a group to reduce the initialization time of stamping, and then wait for its completion. This is our usual thinking, because our confidence is based on the thorough solution of one problem after another. Using "pull" to improve the process, it was announced at the beginning that the stamping batch would be reduced to 300 pieces within 30 days. This information has generated a sense of urgency to improve the manufacturing process and inspired new ideas. Lean production pulls out customers' demand for products or services, lean improvement pulls out various factors that hinder the flow of value, and problems are constantly pulled out, forcing you to work hard to find solutions. The principle of this method is: first make sure that what you want to do is correct. The correct measure, namely value, is to think deeply about whether this improvement can bring value to customers and accelerate the flow of value. American management master Peter? Drucker once said that doing the right thing is far more important than doing the right thing. As long as you do it right, even if there are some deviations in execution, it will generally not be fatal, but if you do it wrong, even if the execution is perfect, it will often bring disastrous consequences. The right thing for Toyota to determine is to determine the value that customers care about, and then eliminate all waste to speed up the flow of value.

Third, heavy and slow, light and late. Don't delay the improvement process in pursuit of perfect results. In everything, success and risk always go hand in hand. What managers should do is how to minimize the potential risk loss. If they blindly pursue zero risk and perfection, they will lose the chance of promotion. Therefore, "the victory is not as fast as a dragon, though not clever, but can win quickly, though clumsy (Li Zhi)". Sun Tzu's Art of War also said, "If you use it, you will win, and if you use it for a long time, you will be blunt and sharp ..., so you can't learn the art of war slowly, and you won't see it for a long time." Therefore, when implementing the improvement of Toyota's production mode, if you have made 80% preparations, you should take action and complete the other 20% in the process of action, which is far better than waiting for 100% preparation, because the delay caused by waiting for the last 20% will not play any role at all.

Fourth, be prepared for a protracted war. Change is not an easy task, and you must have perseverance in this process. In the decades after the formation of Toyota's production model, there have been many attempts and failures. However, Toyota people such as Onotai firmly believe that with the desire to try, fail and learn, lean principles can be applied to work, constantly eliminating overproduction and making enterprises leaner.

What is the difference between lean production management and traditional mass production management? Lean production, as a brand-new management idea from environment to management objectives, is successful in practice, not simply applying one or two new management methods, but a management system that is highly integrated with enterprise environment, culture and management methods, so lean production itself is an autonomous system.

1, different optimization ranges

Large-scale production mode originated in the United States, based on American enterprise relations, emphasizing market orientation and optimizing resource allocation. Each enterprise takes the financial relationship as the boundary and optimizes its own internal management. And related enterprises, whether suppliers or distributors, treat each other as rivals.

Lean production takes the production process as a clue and organizes closely related supply chains. On the one hand, it reduces the transaction cost in enterprise cooperation, on the other hand, it ensures stable demand and timely supply, and takes the whole large production system as the optimization goal.

2. Different attitudes towards inventory.

The inventory management of mass production emphasizes that "inventory is a necessary evil".

The inventory management of lean production mode emphasizes that "inventory is the root of all evil"

Lean production model regards all inventory in production as "waste", and at the same time thinks that inventory covers up the defects and problems in production system. On the one hand, it emphasizes the guarantee of supply to production, on the other hand, it emphasizes the requirement of zero inventory, thus constantly exposing the contradictions in the basic links in production and improving them, and constantly reducing inventory to eliminate the "waste" caused by inventory. Based on this, lean production put forward the slogan of "eliminating all waste". Pursue the goal of zero waste.

3. Different business control concepts.

The traditional employment system of mass production is based on the "employment" relationship between the two parties. In business management, the principle of efficient division of labor is emphasized, which is promoted and guaranteed by strict business audit. At the same time, the audit work also prevents the negative impact of personal work on the enterprise.

Lean production originated in Japan and was deeply influenced by oriental culture. In the professional division of labor, we emphasize mutual cooperation, streamline business processes (including unnecessary verification work)-eliminate "waste" in business.

4. Different views on quality

The traditional mode of production regards a certain number of defective products as the inevitable result in production. Lean production is based on the viewpoint of organizational decentralization and human cooperation, and it is feasible for producers to ensure the absolute reliability of product quality without sacrificing production continuity. Its core idea is that the cause of this probabilistic quality problem is not probabilistic in itself, and it is necessary to "eliminate the waste caused by all defective products" and pursue zero defects by eliminating the production links that produce quality problems.

5. Different attitudes towards people

Large-scale production mode emphasizes strict hierarchical relationship in management. The requirement for employees is to strictly complete the tasks assigned by superiors, and people are regarded as "devices" attached to posts.

Lean production emphasizes individual intervention in the production process, giving full play to people's initiative and emphasizing coordination. The evaluation of employees is also based on long-term performance. This method regards employees more as members of enterprise groups than as machines. Give full play to the subjective initiative of the grassroots.

Have you learned the 14 principle of lean production management? Five principles of lean thinking: 1. Values: Lean thinking holds that the value of a product needs to be decided by the end users, and only by meeting the needs of specific users can the value be meaningful. 2. Value stream: refers to all value activities from raw materials to finished products. Determine the value flow as the starting point of lean production, and seek the overall best state of the whole process according to the position of the end user. 3. Mobility: Lean production emphasizes that all value-creating activities need mobility, with the focus on mobility. 4. Pulling: Pulling production means pulling production according to users' needs, rather than forcibly pushing products to users. 5. Perfection: to provide users with perfect value with perfect value creation process.

What is the connotation of Kanban management in lean production management training? First, the connotation of Kanban management

When it comes to kanban, we will think of cards placed in rectangular plastic bags, kanban for purchasing outsourced parts, or kanban made of iron plate that is common in internal manufacturing processes. However, in addition to the kanban function with these functions, the following items are also a kind of "kanban".

1, the trolley is also a kanban.

The engine parts and casting cores on the assembly line are placed on a quantitative trolley, which acts as a kanban. That is to say, if the number of parts beside the assembly line has reached the benchmark (3 or 5), then all parts are assembled on the engine in sequence. At this time, the fully loaded car is exchanged with the empty car, and then the fully loaded car is sent to the assembly line. In this case, the kanban is not placed on the car, but because the rules of regular and quantitative exchange are formulated in advance and the number of cars is specified, so the car is given the same effect as the kanban. For another example, on the production line, even if the necessary number of finished products are manufactured, there is no place to put the prepared parts if there is no empty trolley to carry them away. The number of all trolleys on site will not exceed the standard parts in stock. In other words, the trolley performs the same task as the kanban.

At the job site, the transportation between internal products and processes is sometimes carried out without kanban, and signal lights and balls replace kanban. Although there is no kanban, it can be said that production and transportation are carried out according to kanban.

For example, in the last process of the machining production line, the finished cylinders A and B have five parts respectively. In order to get the needed part B, the porters of the assembly line put the part B on the moving trolley before coming to the processing line, and then put the yellow ball representing the part B on the chute leading to the last process of the processing line. According to the color of the slide ball, the operator on the processing line transmits the yellow light signal to the start-up process of the processing cylinder, and then the operator of the initial processing will put into production a B part blank. At this time, the ball represents different products to produce necessary parts according to the required quantity. At this time, colored balls replace the indicating kanban, saving the walking time through the kanban.

2. The designated location is also a kanban.

On the job site, conveyor belts and catenary chains are used to transport goods, and parts that need painting or assembly are transported and supplied to the production line.

If a variety of parts are transported by conveyor belt, in order to correctly realize "when, what can be hung and how much can be hung", the representations of the specified parts are properly spaced at appropriate positions on the conveyor belt, and then only hung at the designated positions marked, so that the parts can circulate smoothly along the conveyor belt according to the designated positions. And the necessary parts can be smoothly supplied. This practice of specifying the location is also a kanban. Using kanban in this way can be considered as a more effective use of kanban.

Although there is no specific kanban, kanban can still exist in various forms. Another example is "Kanban how to manage spare parts". A kind of mechanical parts, the use situation is completely irregular, so it is difficult to make a plan for the use of parts. If such parts are not carefully managed, there will eventually be "emergency procurement", but the number of unnecessary parts will increase, so the spare parts plan will have to be changed frequently. In fact, this kind of thing is very difficult before Kanban is introduced, and finally it boils down to "this kind of part can't be managed."

In order to effectively manage mechanical spare parts, the first step is to correctly grasp the quantity of spare parts in each process, track the change of inventory quantity, and properly control it, so as to avoid the waste of urgent procurement or surplus items and handling. In order to achieve this goal, Kanban mode is introduced into spare parts management. As a result of its implementation, the previous problems will be solved, redundant items will disappear, and production, handling and in-store management will proceed smoothly.

(1) Kanban with items can correctly confirm the existing items at any time;

(2) Kanban circulates smoothly between processes, and can often be produced and transported in an orderly manner;

(3) Spare parts for maintenance should be kept in an appropriate quantity, and finally spare parts can be greatly reduced.

The stability and balance of production are the best conditions in kanban rules, but abnormal situations often occur in operation, which leads to unstable kanban consumption. Therefore, Kanban is also an effective adjustment tool. Understanding the connotation of Kanban mode, if it can be applied to spare parts management, can get twice the result with half the effort. We should use wisdom and apply kanban in various fields. If it is used in various forms, it will improve the level of on-site management, and we can also evaluate the level of on-site management according to the utilization of kanban. In this sense, Kanban is the crystallization of on-the-spot wisdom, and the connotation of Kanban will inevitably be enriched, developed and improved.

What is the purpose of lean production? The purpose of lean production is to eliminate all waste, reduce costs, March towards zero defects and zero inventory, achieve maximum output with the least input and maximize profits.

Waste principle of lean production;

Not all work is valuable, and any equipment, materials, venues and labor necessary for production beyond the requirements of customers are wasted. These wastes are different, and the relationship between wastes is also complicated. One waste often leads to many wastes. Among all wastes, logistics is the key, and it is a typical practice of lean production to start with reducing inventory. The waste principle of lean production is based on Toyota's basic concept of "eliminating waste". The waste mentioned here refers to:

1, excessive waste of production;

2. Waste caused by delayed work;

3. Waste in process;

4. Waste of processing itself;

5. Inventory waste;

6. Waste in operation;

7. Waste of manufacturing defective products;

8. Waste management.

Content abstract: Tianxingjian Consulting Company

What is the purpose of IE lean production? Lean production is the change of system structure, personnel organization, execution mode and market supply and demand, which enables the production system to quickly adapt to the changing needs of users, streamline all useless and redundant things in the production process, and finally achieve the best results in all aspects of production, including market supply and marketing. Different from the traditional mass production mode, it is characterized by "multiple varieties" and "small batch". The role of lean production mode: lean production mainly studies time and efficiency, and pays attention to improving the stability of the system. Successful cases of lean production in the past 50 years have been confirmed: lean production has reduced production time by 90%, reduced inventory by 90%, improved production efficiency by 60%, reduced market defects by 50%, reduced scrap rate by 50% and improved safety index by 50%. Common problems in the implementation of lean production: Eight common problems in the implementation of lean production system in China enterprises: 1. Managers and workers. The concept of the relevant main executors has not changed, and the cooperation is not in place, so it is difficult to achieve the expected goal of lean production. 2. The idea of "immediate effect" and "great effect", which is changed greatly in a short time, does not conform to the principle of continuous improvement of lean production. 3. Did not find a good starting point. Find the breakthrough point of lean production, let everyone feel the benefits of new working methods with the easiest and most obvious improvement effect, and then change their consciousness and establish confidence. 4. Go to the sample office area first. Make a detailed trial plan, first carry out the work in the form of a model operation area, and improve the problems existing in the model operation before promoting it to the whole factory. 5. The "5S" homework on site was not done well. The concept of literacy required by "5S" is not well implemented, and it is difficult to implement lean production without developing a good working attitude. 6. When the implementation process encounters difficulties, it will stagnate. "Three heads are better than Zhuge Liang" brainstorm and prepare multiple plans. Open your heart and absorb different opinions. Don't explain why you can't do it, but try to do it. Don't wait for perfection, just be five points sure. 7. Invest too much money. Improvement should be based on the principle of not spending money. Don't think about investing in new equipment and technology as soon as you encounter problems. You should try to avoid investing a lot of money. It is also the best scheme to improve existing facilities or infrastructure. 8. Lack of overall cooperation. It is considered that the implementation of lean production mode is only the responsibility of IE engineers, and has nothing to do with other units. For example, if purchasing, logistics, engineering and other units can't fully cooperate, even if there is a good plan, it will only be a flash in the pan, and it will be impossible to continue to play the role of lean. Principle of lean production 1: eliminating eight kinds of waste. Eight kinds of waste commonly existing in enterprises involve: overproduction, waiting time, transportation, inventory, process (working procedure), movement, product defects and neglect of employees' creativity. Principle 2: Pay attention to the process and improve the overall efficiency. Dai Mingshuo, a management guru, "Employees are only responsible for 65,438+05% of the problems, and 85% of the problems are attributed to system processes." What kind of process will produce what kind of performance. It should be noted that the goal of process improvement is to improve the overall efficiency, not to improve the efficiency of regional departments, or even to sacrifice the efficiency of regional departments for the overall efficiency of enterprises. Principle 3: Establish an uninterrupted process to respond quickly. Establish an uninterrupted process, minimize the invalid time without adding value in the process to shorten the time of the whole process, so as to quickly respond to customer needs. Principle 4: Reduce inventory It should be pointed out that reducing inventory is only one of the means of lean production, aiming at solving problems and reducing costs. Low inventory needs efficient processes and stable and reliable quality to ensure. Many enterprises think that lean production is zero inventory when implementing lean production. They didn't reform the process and improve the quality first, but they just asked to reduce the inventory below. As a result, it is conceivable that the cost has risen sharply instead of falling, so they come to the conclusion that lean production is not suitable for my industry and my enterprise. This misunderstanding needs to be avoided. Principle 5: the whole process is of high quality, and the quality that is done right once is made, not tested. Inspection is only an after-the-fact remedy, which is not only costly but also can't guarantee no mistakes. Therefore, quality should be built into design, process and manufacturing, and an error-free quality assurance system should be established to get it right at once. Lean production requires low inventory and uninterrupted process. Imagine that if any link goes wrong, everything below will stop, so lean production must be based on the high quality of the whole process, otherwise lean production can only be empty talk. Principle 6: pull production JIT based on customer demand is intended to produce only the required quantity when needed, and the production and sales are synchronized. That is to say, production is carried out according to the sales speed, so as to maintain the balance of logistics, and any early production or late production will cause losses. In the past, Toyota used "Kanban" system to pull, but now it is easier to pull external materials with ERP or MRP information system. Principle 7: The role of standardization and work innovation standardization is self-evident, but standardization is not a restriction and constraint, but a fixation of the best practices in enterprises, so that different people can do their best to maximize their effectiveness and efficiency. Moreover, standardization is not static, and standards need constant innovation and improvement. Principle 8: Respect employees and empower them. Respecting employees means respecting their wisdom and ability, providing them with a stage to give full play to their wisdom, and doing better for the enterprise and themselves. In Toyota, employees manage themselves and do their own things within the scope of the organization's responsibilities. There is no need to worry about being punished for their mistakes in their work. There must be internal reasons for making mistakes. As long as we find the reason and take countermeasures, it won't appear next time. Therefore, lean enterprises employ "a complete person", while non-lean enterprises only employ "a pair of hands" of employees. Principle 9: Team Work In lean enterprises, flexible team work has become the most common organizational form. Sometimes the same person belongs to different teams and is responsible for completing different tasks. The most typical team work is Toyota's new product development plan, which is promoted by a huge team. Team members come from different departments, including marketing, design, engineering, manufacturing, procurement and so on. They work together in the same team, which greatly shortens the launch time of new products, and the quality is higher and the cost is lower, because many problems are fully considered from the beginning and have been solved by professionals before the problems cause trouble. Principle 10: meeting customer needs means constantly improving customer satisfaction, and it is quite short-sighted to sacrifice customer satisfaction for a little immediate benefit. Toyota never says this sentence, but always practices it with practical actions. Although the supply of products is in short supply, Toyota never blindly expands its scale before everything is ready, and maintains a steady and pragmatic style to win the respect of customers. Toyota's financial data show that its annual profit growth rate is almost twice that of sales, and the annual growth rate is quite stable. Principle 1 1: lean supply chain In lean enterprises, suppliers are valuable assets for long-term operation and external partners. They enjoy information, take risks and benefits, and they share weal and woe. Unfortunately, many domestic enterprises run counter to this lean concept when implementing lean production. In order to achieve the goal of "zero inventory", push all the inventory to suppliers, and let suppliers complain: your inventory has decreased, but my inventory has increased sharply. The goal of lean production is to reduce the inventory of the whole supply chain. Simply moving inventory from one place to another without making efforts to carry out process transformation will not solve any problems. When you keep squeezing and exploiting your suppliers, can you expect them to provide any high-quality support and service? You were the last to get hurt. If you are a strong player in the supply chain, you should play a leading role like Toyota and integrate the lean supply chain to benefit everyone. Principle 12: There are two prominent features in lean culture: "self-reflection" and "improvisation". The purpose of "self-reflection" is to find out your own mistakes and constantly improve yourself. Toyota believes that "problems are opportunities"-when mistakes happen, they don't punish individuals, but take corrective measures and widely spread the knowledge learned from each experience in the enterprise. This is completely different from the practice of fines in many domestic enterprises-most of the problems are caused by the system process itself, and punishing individuals will only make everyone try their best to cover up the problems, which will not help solve them. "On-site" advocates that everyone, regardless of their position, should go deep into the site, thoroughly understand the real situation of what happened, and conduct management based on facts. This "on-site" working method can effectively avoid "bureaucracy". Among domestic listed companies, CIMC is the best. Among its dozens of factories, the factory in Nantong has been doing the best. One of the important reasons is that the leading group of Nantong CIMC follows the idea of "going to the scene in person", and the senior leaders take time to check the situation and solve problems in the production line every day.

IE eliminates seven kinds of waste and increases customer value.

IE supports pull production, on-demand production, learning beat, and achieving the best productivity through beat/

What are the top ten tools of lean production management? 5S, value stream diagram analysis, work research, time research, foolproof, balanced production, kanban, standardized operation, process balance diagram, pull production.